Organizational Behavior
conflict and negotiations
Tomáš Ondráček
ondracek.t@mail.muni.cz
2024
1. TYPES OF CONFLICT
1. types of conflict
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1. TYPES OF CONFLICT
conflict
conflict
Conflict is a process that begins when one party believes that
the other party has negatively affected, or will negatively affect,
something that the first party cares about.
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1. TYPES OF CONFLICT
conflict: example
Example: Workplace Scenario
A manager and an employee have a disagreement about deadlines.
The employee feels they are too tight and will compromise quality,
while the manager is focused on meeting client expectations. This
leads to a conflict between their respective goals.
(adapted from Robbins and Judge (2017))
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1. TYPES OF CONFLICT
conflict
A B C
level of conflict(low) (high)
unit performance
(low)
(high)
situation
level
of conflict
type
of conflict
internal characteristics
units
output
units
A low dysfunctional
apathetic
stagnant
unresponsive to change
lacking new ideas
low
B optimal functional
viable
self-critical
innovative
high
C high dysfunctional
disruptive
chaotic
uncooperative
low
(Robbins & Judge, 2017)
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1. TYPES OF CONFLICT
paradox of conflict and decision making
(Amason, 1996: 128)
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1. TYPES OF CONFLICT
types of conflict: consequences
dysfunctional conflict
Dysfunctional conflict refers to conflict that reduces the performance
of the group.
functional conflict
Functional conflict refers to conflict that supports the group’s goals
and enhances its performance.
Example:
Functional conflict: A debate in a project meeting that leads to a
better solution.
Dysfunctional conflict: Personal disagreements disrupting team
dynamics.
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1. TYPES OF CONFLICT
conflict types: place of origin I/II
dyadic conflict
Dyadic conflict refers to a conflict that occurs between two people or
parties.
interpersonal conflict
Interpersonal conflict refers to a conflict that occurs between
different persons.
intrapersonal conflict
Intrapersonal conflict refers to a conflict that occurs within one
person between their attitudes, values, etc.
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1. TYPES OF CONFLICT
conflict types: place of origin II/II
intergroup conflict
Interpersonal conflict refers to conflict that occurs between different
groups or teams.
intragroup conflict
Intrapersonal conflict refers to conflict that occurs within group or
team.
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1. TYPES OF CONFLICT
types of conflict: contents
task conflict
Task conflict refers to conflict that relates to content and objectives
work.
relationship conflict
Relationship conflict refers to conflict that relates to interpersonal
relationships.
process conflict
Process conflict refers to conflict that relates to the ways in which
and procedures of work.
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1. TYPES OF CONFLICT
types of conflict: focus
affective conflict
Conflict that is emotional and focused on personal grievances or
disputes.
cognitive conflict
Conflict that is task-oriented and focused on critical differences of
parties to choose the best solution to achieve common goals.
(Amason, 1996: 129)
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2. CONFLICT PROCESS
2. conflict process
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2. CONFLICT PROCESS intention in conflict resolution
intention in conflict resolution
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2. CONFLICT PROCESS intention in conflict resolution
dimensions of intentions in conflict
(Thomas, 1992)
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2. CONFLICT PROCESS intention in conflict resolution
conflict resolution intention I/II
collaborating
Collaboration is a way of approaching conflict resolution where each
party in a conflict seeks to fully satisfy the needs of all other parties.
compromising
Compromise is a way of approaching conflict resolution where each
party in a conflict is willing to give up something.
avoiding
Avoidance is a way of approaching conflict resolution where the
parties are willing to to withdraw or suppress the conflict.
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2. CONFLICT PROCESS intention in conflict resolution
conflict resolution intention II/II
accomodating
Accomodation is a way of approaching conflict resolution where one
party is in a conflict is willing to give the interests of the other party
a higher priority than its own their own interests.
competing
Competition is a way of approaching conflict resolution in which each
side seeks to satisfy its own interests, regardless of the impact this
has on other parties in the conflict.
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2. CONFLICT PROCESS intention in conflict resolution
BAR event intensity scale
(Wolf, Yoffe, & Giordano, 2003)
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2. CONFLICT PROCESS options for conflict resolution
options for conflict resolution
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2. CONFLICT PROCESS options for conflict resolution
options for conflict resolution
collaborating or problem solving
compromising
smoothing
forcing
withdraw or avoidance
altering
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3. NEGOTIATION
3. negotiation
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3. NEGOTIATION
negotiation
negotiation
Negotiation is a process in which two or more parties exchange goods
and services in an attempt to agree on the price of the exchange.
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3. NEGOTIATION
types of negotiation II/III
distributive bargaining
Distributive bargaining is bargaining in which the parties attempt to
allocate a given amount of resources. It is a win-lose situation.
integrative bargaining
Intergrative bargaining is bargaining in which the parties attempt to
to find an agreement or agreements that can create a win-win
(win-win) solution.
Example:
Distributive: Buyer and seller negotiate the price of a car.
Integrative: Two departments negotiate resources for mutual benefit.
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3. NEGOTIATION
types of negotiation II/III
distributive integrative
goal get the most satisfy everyone
motivation win-lose win-win
focus positional interest
interest opposition congruent
sharing low high
duration short long
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3. NEGOTIATION
distributive and integrative negotiation III/III
distributive negotiations
aggressive strategies
anchoring
time pressure
...
integrative action
trust
compromise?
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3. NEGOTIATION negotiation process
negotiation process
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3. NEGOTIATION negotiation process
negotiation process
1. preparation
2. determining the rules
3. clarifying and confirming positions
4. bargaining and problem solving
5. conclusion and implementation
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3. NEGOTIATION negotiation process
salary negotiation model
(Marks & Harold, 2011)
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3. NEGOTIATION negotiation process
BATNA
The Best Alternative To a Negotiated Agreement (BATNA)
The Best Alternative to a Negotiated Agreement refers to the concept
that, what should be the least possible acceptable outcome of a party
in a negotiation.
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3. NEGOTIATION negotiation and individual differences
negotiation and individual
differences
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3. NEGOTIATION negotiation and individual differences
What influences negotiation?
personality
emotions
culture
men and women
...
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4. THIRD PARTY
4. third parties
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4. THIRD PARTY
third parties
arbitrator
An arbitrator is a third party in a negotiation who has the authority to
impose the parties to an agreement.
mediator
A mediator is a neutral third party in a negotiation who facilitates
reaching a negotiated solution by using reasoning, persuasion and
offering alternatives.
conciliator
A conciliator is a neutral third party in a negotiation who provides
informal communication link between the negotiator and the
opponent.
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4. THIRD PARTY
negotiation in a social context
reputation
credibility
competence
integrity
relationships
renegotiation
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Discussion Scenarios
Discussion Scenarios
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Discussion Scenarios
–
Patent Dispute
Scenario 1:
Apple vs. Samsung
–
Patent Dispute
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Discussion Scenarios
–
Patent Dispute
Scenario 1: Context
Context
Apple and Samsung, two tech giants, engaged in a series of legal
battles over patent infringement. Apple accused Samsung of copying
the design and technology of its iPhone, while Samsung countered
with claims of its own patents being violated. After multiple court
rulings in different countries, both companies agreed to settle the
case in 2018.
(Program on Negotiation at Harvard Law School, 2023a, 2023b)
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Discussion Scenarios
–
Patent Dispute
Scenario 1: Discussion Questions
Discussion Questions
1. How do intellectual property disputes impact innovation
(in the tech industry)?
2. What negotiation strategies should Apple and Samsung have
employed to resolve the issue earlier?
3. Could this conflict have been avoided through initial
collaboration rather than litigation? How?
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Discussion Scenarios
–
Patent Dispute
Scenario 1: Key Learning Points
Key Learning Points
This scenario highlights the significance of protecting intellectual
property and the financial and reputational costs of prolonged legal
disputes in business.
(Program on Negotiation at Harvard Law School, 2023a, 2023b)
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Discussion Scenarios
–
Financial Crisis Settlement
Scenario 2:
JPMorgan and DOJ
–
Financial Crisis Settlement
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Discussion Scenarios
–
Financial Crisis Settlement
Scenario 2: Context
Context
In 2013, JPMorgan faced a lawsuit from the Department of Justice
(DOJ) for its role in selling troubled mortgage securities that
contributed to the 2008 financial crisis. JPMorgan’s CEO, Jamie Dimon,
negotiated a settlement just before the DOJ announced legal charges.
The final settlement was $13 billion, the largest in DOJ history.
(Program on Negotiation at Harvard Law School, 2014)
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Discussion Scenarios
–
Financial Crisis Settlement
Scenario 2: Discussion Questions
Discussion Questions
1. Was the $13 billion settlement a fair outcome for JPMorgan
and +the public? Why or why not?
2. What role do power dynamics play when a corporation
negotiates with a government entity?
3. How could JPMorgan have prevented this conflict? What risk
management strategies might they adopt for the future?
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Discussion Scenarios
–
Financial Crisis Settlement
Scenario 2: Key Learning Points
Key Learning Points
This case demonstrates how high-level negotiations can mitigate
legal and reputational risks, and the importance of corporate
responsibility in avoiding future crises.
(Program on Negotiation at Harvard Law School, 2014)
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Discussion Scenarios
Scenario 3:
Interdepartmental Conflict Over Budget Allocation
Scenario 3:
Interdepartmental Conflict Over
Budget Allocation
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Discussion Scenarios
Scenario 3:
Interdepartmental Conflict Over Budget Allocation
Scenario 3: Context
Context
In a company, the Sales and Marketing departments were in conflict
over how the annual budget should be allocated. Both departments
had different priorities: Marketing wanted more funds for advertising
campaigns, while Sales wanted a larger portion for customer
relationship management tools. After multiple discussions, a
compromise was reached to allocate funds based on current
performance metrics, with a plan to revisit the allocation after six
months.
(CMA Consulting, 2023b)
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Discussion Scenarios
Scenario 3:
Interdepartmental Conflict Over Budget Allocation
Scenario 3: Discussion Questions
Discussion Questions
1. How can interdepartmental competition for resources impact
overall business performance?
2. What negotiation strategies could have been used to reach an
agreement more quickly?
3. What role does performance data play in resolving conflicts over
resource allocation?
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Discussion Scenarios
Scenario 3:
Interdepartmental Conflict Over Budget Allocation
Scenario 3: Key Learning Points
Key Learning Points
This scenario illustrates the importance of transparent
communication and the use of objective data when making decisions
about resource allocation in a business.
(CMA Consulting, 2023b)
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Discussion Scenarios
Scenario 4:
Client-Vendor Contract Dispute
Scenario 4:
Client-Vendor Contract Dispute
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Discussion Scenarios
Scenario 4:
Client-Vendor Contract Dispute
Scenario 4: Context
Context
A client is dissatisfied with a vendor’s service due to repeated delays
and poor quality of deliverables. The client threatens to terminate
the contract, but the vendor offers a new plan to resolve the issues,
including a discounted rate and a revised timeline. After
negotiations, the client agrees to continue the contract with
performance improvement measures in place.
(CMA Consulting, 2023a)
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Discussion Scenarios
Scenario 4:
Client-Vendor Contract Dispute
Scenario 4: Discussion Questions
Discussion Questions
1. What are the potential risks and benefits of continuing a
relationship with a vendor who has not met expectations?
2. How could the vendor have approached the issue to prevent it
from escalating to the point of contract termination?
3. Should the client have negotiated stricter penalties for future
delays, or would this damage the working relationship?
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Discussion Scenarios
Scenario 4:
Client-Vendor Contract Dispute
Scenario 4: Key Learning Points
Key Learning Points
This scenario highlights the need for clear communication,
trust-building, and flexible negotiation when managing ongoing
business relationships.
(CMA Consulting, 2023a)
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Discussion Scenarios
Scenario 5:
Workplace Conflict Due to Cultural Differences
Scenario 5:
Workplace Conflict Due to Cultural
Differences
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Discussion Scenarios
Scenario 5:
Workplace Conflict Due to Cultural Differences
Scenario 5: Context
Context
In a global company, two employees from different cultural
backgrounds experience communication issues due to varying work
styles and expectations. This leads to tensions and reduced
collaboration. The HR department facilitates a mediation session
where both employees openly discuss their differences, and
strategies are developed to improve their working relationship.
(?)
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Discussion Scenarios
Scenario 5:
Workplace Conflict Due to Cultural Differences
Scenario 5: Discussion Questions
Discussion Questions
1. How can cultural differences create barriers to effective
communication in the workplace?
2. What strategies can organizations implement to manage and
leverage cultural diversity in teams?
3. How can HR play a more proactive role in preventing conflicts
arising from cultural misunderstandings?
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Discussion Scenarios
Scenario 5:
Workplace Conflict Due to Cultural Differences
Scenario 5: Key Learning Points
Key Learning Points
This scenario showcases the importance of cultural awareness and
communication skills in preventing and resolving conflicts within
diverse teams.
(?)
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SUMMARY
SUMMARY
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SUMMARY
fundamentals of conflict
good and bad conflicts
type of conflict
goals (intentions) in conflict
conflict resolution
third party
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Zdroje I
Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision
making: Resolving a paradox for top management teams. Academy of management journal, 39(1),
123–148.
CMA Consulting. (2023a). Client-vendor contract negotiation case study.
CMA Consulting. (2023b). Examples of conflict negotiation in business: Resource allocation case study.
Retrieved from https://www.cmaconsulting.com.au (Accessed: 2024-10-21)
Marks, M., & Harold, C. (2011). Who asks and who receives in salary negotiation. Journal of Organizational
Behavior, 32(3), 371–394.
Program on Negotiation at Harvard Law School. (2014). Jpmorgan’s $13 billion settlement: A historic business
negotiation. Retrieved from https://www.pon.harvard.edu (Accessed: 2024-10-21)
Program on Negotiation at Harvard Law School. (2023a). Apple vs samsung: Negotiation case study. Retrieved
from https://www.pon.harvard.edu (Accessed: 2024-10-21)
Program on Negotiation at Harvard Law School. (2023b). Examples of business negotiation: Intellectual
property and patent disputes. Retrieved from https://www.pon.harvard.edu (Accessed:
2024-10-21)
Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior. Pearson Education Limited.
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal of organizational
behavior, 13(3), 265–274.
Wolf, A. T., Yoffe, S. B., & Giordano, M. (2003). International waters: identifying basins at risk. Water policy, 5(1),
29–60.